Bruce Tulgan has 4 audiobooks on Listento.it, narrated by 3 narrators, with an average listener rating of 4.5★ across 5 ratings. The most-rated is Not Everyone Gets a Trophy.
Not Everyone Gets a Trophy
Summary
Adapt your management methods to harness millennial potential. Not Everyone Gets a Trophy: How to Manage the Millennials provides employers with a workable game plan for turning millennials into the stellar workforce they have the potential to be. The culmination of over two decades of research, this book provides employers with a practical framework for engaging, developing, and retaining the new generation of employees. This new revised and updated edition expands the discussion to include the new 'second-wave' millennials, those Tulgan refers to as "Generation Z", and explores the ways in which these methods and tactics are becoming increasingly critical in the face of the profoundly changing global workforce. Baby boomers are aging out, and the newest generation is flowing in. Savvy employers are proactively harnessing the talent and potential these younger workers bring to the table. This audiobook shows how to become a savvy employer and: Understand the generational shift occurring in the workplace Recruit, motivate, engage, and retain the newest new young workforce Discover best practices through proven strategies, case studies, and step-by-step instructions Explore new research on the second-wave millennials ("Generation Z") as well as continuing research on the first-wave millennials ("Generation Y") Teach millennials how to manage themselves, help their managers manage them, and how to become new leaders themselves It's not your imagination - millennial workers are different, but that difference is shaped by the same forces that make potentially exceptional workers. Employers who can engage millennials' passion and loyalty have great things ahead. Not Everyone Gets a Trophy is your handbook for building the next great workforce.
©2017 Bruce Tulgan (P)2017 Gildan Media Corp.
The 27 Challenges Managers Face
Summary
For more than 20 years, management expert Bruce Tulgan has been asking, "What are the most difficult challenges you face when it comes to managing people?" Regardless of industry or job title, managers cite the same core issues - 27 recurring challenges: the superstar whom the manager is afraid of losing, the slacker whom the manager cannot figure out how to motivate, the one with an attitude problem, and the two who cannot get along, to name just a few. It turns out that when things are going wrong in a management relationship, the common denominator is almost always unstructured, low substance, hit-or-miss communication. The real problem is that most managers are "managing on autopilot" without even realizing it - until something goes wrong. And if you are managing on autopilot, then something almost always does. The 27 Challenges Managers Face shows exactly how to break the vicious cycle and gain control of management relationships. No matter what the issue, Tulgan shows that the fundamentals are all you need. The very best managers hold ongoing one-on-one conversations that make expectations clear, track performance, offer feedback, and hold people accountable. For every workplace problem - even the most awkward and difficult - The 27 Challenges Managers Face shows how to tailor conversations to solve situations familiar to every manager. Tulgan offers clear approaches for turning around bad attitudes, reducing friction and conflict, improving low performers, retaining top performers, and even addressing your own personal burnout. The 27 Challenges Managers Face is an indispensable resource for managers at all levels, one anyone managing anyone will want to keep on hand. One challenge at a time, you'll see how the most effective managers use the fundamentals of management to proactively resolve (nearly) any problem a manager could face.
©2014 Bruce Tulgan (P)2014 Audible Inc.
It's Okay to Manage Your Boss
Summary
Get what you need from your boss. In this follow-up to the best-selling It's Okay to Be the Boss, Bruce Tulgan argues that as managers demand more and more from their employees, they are also providing them with less guidance than ever before. Since the number-one factor in employee success is the relationship between employees and their immediate managers, employees need to take greater responsibility for getting the most out of that relationship. Drawing on years of experience training managers and employees, Tulgan reveals the four essential things employees should get from their bosses to guarantee success at work. This book: Shows employees how to ask for what they need to succeed in their high-pressure jobs Shatters previously held beliefs about how employees should manage up Outlines what employees must get from their managers: clear expectations; the skills needed to perform their jobs; and honest feedback, recognition, or rewards A novel approach to managing up, It's Okay to Manage Your Boss is an invaluable resource for employees who want to work more effectively with their managers.
©2010 Bruce Tulgan (P)2012 Gildan Media
The Art of Being Indispensable at Work
Summary
With new technology, flatter organizations, far-flung virtual teams, and constant change, getting things done at work is tougher and more complex than ever. Managers and executives are trying harder than ever to keep up and stay effective, relying on cross-functional coordination, better planning and resource sharing, simplified processes, and speeded-up work. It's a herculean challenge, and people are struggling. Overcommitment grows and burnout looms. But even amid the seeming chaos of the matrix organization - where you are constantly being asked to do things by people who aren't your boss - there is always that special person who seems indispensable, who seems to thrive on complexity, and who is able to stay focused and positive and get the right things done: This is the go-to person. In this game-changing book, Bruce Tulgan reveals the secrets of the go-to person in our new world of work. Based on an intensive study of people at all levels, in all kinds of organizations, Tulgan shows how go-to people not only behave differently, but also think differently, basing their decisions and actions on their own personal influence rather than on any formal designation of authority. At the heart of the go-to person's unique credo are the basics of "the ask" and the response - a powerful reimagining of how to say yes and when to say no.
©2020 Bruce Tulgan (P)2020 Gildan Media